MGT490

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MGT490

  1. 1. California State University Dominguez Hills College of Business Administration and Public Policy Master Course Outline Management 490 Strategic Management This document is to be used to guide preparation of class schedules and syllabi by all instructors teaching this course. Course Number: MGT 490 Course Title: Strategic Management Catalog Description of Course: An integrating capstone course dealing with problems of business management; uses actual business cases for analysis and decision-making. Course Prerequisites: Completion of all business core courses: BUS 445, FIN 480, and QMS 423 may be taken concurrently Course Sequencing and Relationship to Mission: MGT 490 is a capstone business core course required for all Business Administration majors. The course should be taken during thesenior year just before graduation. This course provides part of the theoretical basis for understanding the process of strategic management, and it serves to integrate the different functional areas taught in previous core courses. Student Learning Objectives Upon completion of this course, students should be able to: 1. Appreciate the perspectives and responsibilities of the chief executive officer, including the ability to think and manage. 2. Apply the skills of critical analysis* in the strategic management context, including identifying opportunities, differentiating symptoms and causes, generating alternative courses of action, choosing an alternative, and planning its implementation. 3. Apply values and ethics in making strategic management decisions. 4. Use concepts, tools and views from previous courses to integrate the functional areas, and align the different perspectives and concepts. 5. Demonstrate organization of thoughts logically by presenting them clearly, precisely, concisely, and persuasively, both orally* and in writing. 6. Defend and support recommendations based on your analysis applying the theory, given that there is often no one “best” strategy. 7. Apply generic company strategies (differentiation, focus and low cost leadership). 8. Apply the five forces model, complementors and value chain analysis to competitive industries.
  2. 2. 9. Discuss the pros and cons of related and unrelated diversification and approaches to portfolio restructuring. 10. Demonstrate teamwork skills by working interdependently toward joint goals with joint accountability.* * These PLOs must be addressed in MGT 490. Course Design Guidelines: 1. Students will be required to write ten pages during the course (double spaced 12 pt font normal margins including diagrams such as organization charts and strategic group maps). 2. Students will be required to give at least one four minute speech to be assessed using the oral communication rubric (at end of MCO): 3. Students will be required to work in teams for at least one assignment to be assessed using the Teamwork Student Survey (at end of MCO ) and a peer evaluation (preferably requiring some type of forced choice ranking so that all team members cannot be evaluated as “excellent”). Teams of 4-5 diverse students are recommended. 4. Students will be required to analyze up to ten case studies, or five if a computer simulation is used. 5. Case studies should be changed by individual instructors every semester, and we should coordinate our use of cases to avoid duplication from semester to semester by other instructors. How are Course Educational Objectives Measured? Course objectives are measured through assessment of written and oral assignments including case analyses, projects and a computer simulation. These assessments focus on how well students apply the concepts and principles of strategic management. Exams are given to evaluate knowledge and understanding of principles and concepts taught. The weight (in terms of class time) given to each component of the course content is indicated in the Course Content section of this outline Course Content Course Content Hours Coverage Strategy refers to the plan management uses to establish market position, 12 conduct operations, attract and please customers, compete successfully, and achieve organizational objectives. Strategic management is concerned with making key decisions: What businesses should we be in based on company resources and industry attractiveness? Producing which products or services? Serving which customers?
  3. 3. In which geographical areas? What are the key success factors for our business? How do we establish and sustain a competitive advantage over our rivals? How can we maximize shareholder value? The analytical tools of strategic management will be applied to the 8 business environment and the company, with strategy as the linkage between the external and internal elements. Strategy is both rational choice based on logical analysis and a process of 3 creative and emergent choice. Course participants will be able to analyze: The remote or general business environment in order to correctly 6 classify and evaluate information as opportunities and threats using the categories of political, economic, technological, social, demographic, global factors. The industry and the task environment determine how best to gain a 8 competitive advantage over rivals and build defenses against the five competitive forces, including The value/added/supply chain - suppliers, rivals, and buyers Potential entrants Substitutes and industry boundaries Dynamic evolution and industry trends Competition Coopetition (Cooperation with competitors and complementors) The company 6 Mission – products/services, market segments, growth and profitability goals Generic strategies – differentiation, focus/segmentation, low cost leadership Functional support strategies (marketing, operations, research and development, human resources, and finance) Competitive strengths and weaknesses Corporate and business level strategies - Diversification strategies and other strategic options, including alliances and joint ventures, and portfolio models such as the growth-share matrix. Administration of SLOA instruments 1.5 45.0 Teaching Methods (including innovative teaching methods/technology used)
  4. 4. Lectures with discussion in dyads (think, pair, share) and individual minute papers Discussion of case analyses – students must bring a one-page analysis as an entry ticket Analysis of the general business environment, competitive industry, and the company to identify key strategic problems, options and recommendations Computer simulations done in 4-person teams (such as Glo-Bus, the Business Strategy Game, or the Business Policy Game) with requirements for written business plans, annual reports, and an oral review at the end Strategy reports on real companies based on interviews with managers delivered as a ten- page paper with an oral progress report and a final presentation Perspectives Coverage • Global and International: The global issues are addressed through lectures, discussions and case studies. • Ethics: The ethical concerns are addressed through lectures, discussions and case studies. • Political, Social, Legal and Regulatory, Environmental and Technological issues are addressed through lectures, discussions and case studies. • Demographic Diversity is addressed through lectures, discussions and case studies. • Information Technology is addressed through research on case studies and analysis for the simulation. Basic Skills Coverage • Written and oral communication skills are developed through presentations of case analyses, computer simulation roles and performance reviews, and strategy reports. • Critical thinking skills are applied to case analyses, simulations and strategy reports. • Teamwork is required for computer simulation and/or strategy reports. Instructional Resources • Library usage o During the semester, students are encouraged to use a library for locating and retrieving data for reports • Computer Usage o Students are encouraged to prepare all reports using the computer. o Students prepare the visual aids for the oral presentation using presentation software • Appropriate Instructional Technology o Using PowerPoint enhances lectures for classes on campus
  5. 5. Approved Textbooks: Hitt, et al, Strategic Management, South-Western, 2005, 6th ed. Thompson, et al, Strategic Management, McGraw-Hill, 2003, 13th ed. Pearce, et al, Strategic Management, 2003, 8th ed. Faculty: Bates, Dowling, Jenner
  6. 6. Oral Communication Rubric: Oral Communication Standards NAMES OF STUDENTS GIVING SPEECHES: 4 = Excellent 2=Acceptable 0=Unacceptable ___1. Lucid, logical speech ___ 2. Well-prepared ___ 3. Completed within time limit ___ 4. Enthusiastic ___ 5. Words clearly articulated ___ 6. Language clear ___ 7. Poised, self-confident ___ 8. Maintained eye contact with audience ___ 9. Utilized effective delivery technique ___ 10. Effective non-verbal gestures and body language ___ TOTAL 32 – 40 A 24 – 31 B 16 – 23 C 10 – 15 D <9F
  7. 7. Teamwork Student Survey Please indicate the extent to which you, individually, think that your team exhibits the following characteristics and behaviors. QUESTIONS To a To a very To very small some great extent extent extent 1. Team members understand the range of 1 2 3 4 5 backgrounds, skills, preferences, and perspectives in the team. 2. Team member differences and similarities 1 2 3 4 5 have been effectively harnessed toward achieving team goals. 3. The team integrates diverse viewpoints. 1 2 3 4 5 4. Members view themselves as a team 1 2 3 4 5 (e.g., they work interdependently, have joint accountability, and are committed to joint goals), not a collection of individuals who have their own particular jobs to do. 5. Team members have articulated a clear 1 2 3 4 5 set of goals. 6. Overall, team members appeared enthusiastic 1 2 3 4 5 about teamwork activity. 7. Team members agree on what goals and 1 2 3 4 5 objectives are most important 8. The team has an effective work structure 1 2 3 4 5 (i.e., an understanding of what work needs to be done, when work needs to be com- pleted, and who is responsible for each piece of work). 9. It is clear to me what each person in the 1 2 3 4 5 team is supposed to do. 10. Team members have devised effective time 1 2 3 4 5 tables and deadlines. 11. Team members have a clear set of norms 1 2 3 4 5 that cover most aspects of how to function. 12. A few members do most of the work. 1 2 3 4 5 13. Team members are imaginative in thinking about new or better ways to 1 2 3 4 5 perform our tasks. 14. Members express their feelings freely 1 2 3 4 5 in the team. 15. Team members support each other. 1 2 3 4 5 Copyright 4 1999 by South-Western College Publishing. All Rights Reserved.

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